APM SWWE Branch webinar, presented by Lucy Finney on 4 November 2020 https://www.apm.org.uk/news/intelligent-conflict-management-how-to-deal-with-conflict-in-project-teams-webinar/

1. APM Webinar
Intelligent Conflict Management
Lucy Finney, MBE

2. Webinar Topics
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• What is conflict and why does it happen in project teams
• How your personality drives your behaviour and how this can lead
to team conflict
• How to manage conflict to achieve positive outcomes for all
involved.

3. 3
What is Intelligent Conflict Management?

4. What is conflict?
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• A struggle between opposing forces, ideas, interests etc.
• Opposition between two simultaneous but incompatible wishes
or impulses, leading to emotional tension.

5. APM BoK – Facilitating Win/Win solutions where possible
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• Conflict arises when there are differing opinions and/or opposing
interests between stakeholders that matter to the people involved
and are not easily reconciled.
• Conflict may also be associated with the task being undertaken,
the process used to perform the task or relationships between
people

6. APM Competency Conflict Management – Knowledge and Skills
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APM
Conflict
Management
(Knowledge)
Potential
Impact
Pre-
emptive
Actions
Indicators
Benefits
Models &
Techniques
Specialist
Help &
Monitoring
APM
Conflict
Management
(Application)
Anticipate
Recognise
Signs
Resolve
Prompt
Action
Seek Help
Monitor

7. Tuckman’s Model – Conflict Indicators, Anticipate, Recognise Signs
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Teams
Forming
Storming
Norming
Performing
Adjourning
Reforming
Forming – Bad Signs
• Low levels of social talk, at worst silence
• Guarded, neutral and careful group discussion
• Little evidence of real commitment to task or
team
Forming – Good Signs
• Lots of chatter and talk
• The beginnings of open, trusting discussions
• Getting acquainted
Storming – Bad Signs
• Attempts to export team problems
• Expectations that are unrealistic
• ‘Ostrich’ of ‘Heads’ in the ‘Sand’
syndrome
Storming – Good Signs
• Striving to move forward
• Acceptance of different points of
view
• Realism - about tasks and targets
Norming – Bad Signs
• Fights or anger- for no good reason
• Team sees itself as separate from parent org
• Cliques or subgroups breaking away
Norming – Good Signs
• Team moves towards autonomy and self
management
• Rotation of duties
• Team motivates itself
Performing – Bad Signs
• Over ambition
• Routine and boring work
neglected
• Running out of steam
Performing – Good Signs
Team moves towards autonomy and self
management
Rotation of duties
Team motivates itself

8. HIGH
HIGHLOW
SatisfySelf
Satisfy Others
Competing Collaborating
Avoiding
Compromising
Accommodating
Thomas Kilmann – Conflict Handling Strategies
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9. © 2013 Lumina Learning. All rights reserved.

10. © 2013 Lumina Learning. All rights reserved.

11. Lencioni’s 5 Dysfunctions of a Team
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Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Lencioni’s 5 Dysfunctions of a Team…

12. Build Cohesive Teams
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Another way to understand the five dysfunctions of the model is to
take the opposite approach and imagine how members of a truly
cohesive team behave:
1. They trust one another
2. They engage in unfiltered conflict around ideas
3. They commit to ideas and plans of action
4. They hold one another accountable for delivery against
those plans
5. They focus on achieving collective results
Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Lencioni’s 5 Dysfunctions of a
Team…

13. Lencioni’s & ISO 44001 Collaborative Relationship Framework
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Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Lencioni’s 5 Dysfunctions of a Team…
Collaborative Behaviours – Respect & Trust Building
• Appreciate and respect differences in cultures;
• Demonstrate respect and consideration for all partners
and consider the impact of actions upon others
• Listen effectively, respecting opinions of others;
• Communicate effectively, consistently, openly, honestly
and in a responsive manner
Collaborative Behaviours – Proactive Conflict Resolution
• Be proactive to resolve potential difficulties and
overcome barriers;
• Understand and support others in the achievement of
their own goals;
• Information sharing, constructive questioning, open and
honest feedback;
• Learn from and share experience;

14. Collaborative Behaviours – Best Practice Checklist
Collaborative Behaviours – Engage People in Vision
• Balance risk and reward when considering innovative
thinking and future possibilities;
• Consider the possible future implications of current
issues;
• Address short-term imperatives without losing sight of
long-term objectives; learn from experience and to
embrace changes
• Constructive and flexible attitude to change; facilitate
creativity in others by encouraging challenge and new
ideas;
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Collaborative Behaviours – Objectives & Joint Working
• Recognize the objectives of all parties and seek ways to
help maximize their achievement;
• Negotiate with the joint objectives in mind;
• Establish joint needs and outcomes and deliver against
objectives;
• Act in the best interests of the joint effort;
• Accommodate needs of all stakeholders in order to
deliver shared goals;
Inattention to RESULTS
Avoidance of ACCOUNTABILITY
Lack of COMMITMENT
Fear of CONFLICT
Absence of TRUST
Lencioni’s 5 Dysfunctions of a Team…

15. 15
What is Intelligent Conflict Management?

16. The End
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Email: lucy.finney@underscore-group.com
LinkedIn: www.linkedin.com/in/lucyfinney
Services:
• Executive Coaching
• Psychometrics
• Leadership and Team Development
• Business Change Consultancy